Strategic Planning Innovation Summit

Agile Strategies, Flawlessly Implemented

24 & 25 October, 2013The Landmark Hotel | London, UK

Current Speakers

Confirmed Speakers

• Head of Strategic Planning, Siemens• Chief Executive Officer, Accurist• Head of Strategy, News UK• Head of Group Strategy, Maersk Group• Chief Executive Officer, Livingsocial• Head of Corporate Strategy and SPMO, Asics• Director, Strategic Planning Europe, Coca Cola• Vice President, Global Retail Strategy, Fujitsu• Head of Strategy, Avios• Director, Public Sector Strategy, McAfee• Head of Strategy & Policy, Nationwide• Director, Sales & Strategy, Google• Head of Energy and Carbon Strategy, BT

• Director, Digital Entertainment, Virgin Media• Head of Product Strategy, Deutsche Telekom• Chief Growth Officer & VP, Kodak• Director, Corporate Strategy, Schneider Electric• Head of Strategic Delivery, BBC• Director, Group Strategy & Finance, Standard Life• Head of Product & Capital Development, Gatwick• Head of Product Strategy, Kaplan• Senior Director, Strategy, Hertz• Director, Strategy at Castrol, BP• Head of Strategy, B&Q• Head of Strategy, RBS• Head of Corporate Strategy, SSE

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Past Delegates Include

• Chief Strategy Officer, Xerox

• VP, Corporate Strategy, PayPal

• Head of Strategy, HSBC

• VP, Strategy, GlaxoSmithKline

• Director, Global Strategy, Wrigley

• Sr Dir, Strategy, Boeing

Who Will You Meet?There is no question that IE. provides the gold standard events in the industry and will connect you with decision makers within the strategy industry. You will be meeting senior level executives from major corporations and innovative small to medium size companies.

Job Title Of Attendees

President/Principal

SVP/VP

C-Level

Snr. Director/Director

Global Head/ Head

Snr. Manager/Manager

Academic (1%)

78%

1000+ Employees300-999 Employees50-299 EmployeesLess than 49 Employees

Company Size Of Attendees

8%

11%

25%56% 81%Attendees are

companies with at least 300

employees

3%

21%

12%

42%

13%

8%

Attendees are at Director level or above

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The Strategic Planning Innovation Summit brings together thought leaders from the world’s most respected companies, creating an open forum for strategy discussion. Spanning all industries, it is an ideal environment for cross-pollination of ideas, satisfying your

intellectual curiosity and finding proven solutions to real-life challenges. From exploratory case studies to interactive panel sessions, you are guaranteed to walk away with a wealth of strategic acumen. To secure your place at the summit, register now.

About The Summit

Speaker Information

Responsible for commercial strategy for circa £120m multi-platform advertising revenue across all Times Media platforms: print, ipad, web, mobile. The role drives commercial growth and sales innovation while also leading key organisational change programmes around client segmentation, revenue growth and client-servicing efficiencies across all News UK brands. Career started working at media agencies for both Group M and Aegis groups on a range of blue chip brands before moving to News UK in 2006 to help evolve their strategic sales approach to target Media Planning and Strategy teams.

Dylan Wyn PughHead of Strategy, The TimesNews UK

Only Dead Fish Go With the Flow - Using Data-Led Strategic Insight to Challenge a Market

The endless supply of free content and new media brands online has created a commoditisation of ALL advertiser audiences (online and offline). Many brands have been slow to respond to this evolving market, lacking innovation and re-focusing of their resources, so severely affecting their market share and future chance of success. Defining a strategy of growth to evolve a more complicated multi-platform advertising proposition while still bringing in revenue today, has been likened to ‘flying a plane while trying to change the wings at the same time’.

Currently leading the realignment and growth strategy of the 67 year old British watch brand, Jonathan has worked in the luxury-lifestyle branded arena for most of his career. He spent 12 years with the Danish audio-video masters Bang & Olufsen, leading the change from   multi-brand to boutique  mono-brand distribution and for 8 years setting up and leading the Emerging Markets division working in 45 different countries. Following this Jonathan has been devising and implementing change and launch strategy with several brands. A judge on the UKJA   and a regular writing contributor to the industry magazines he was recently named as one of the "Brand Champions" in the watch industries Hot 100.

The Strategic Change Sponsored By Accurist...

Accurist has undergone a fast paced brand-alignment process in recent times. The strategic planning, operational challenges and realtime decision making processes that define it reflect the same challenges that face FTSE 100 challenges. However, in a small organisation such as ours these are infinitely more visible. From my close proximity to the ‘floor’ of our organisation, I will demonstrate the reality of such change, particularly on the impact on performance and people.

Jonathan CrockerChief Executive OfficerAccurist

David Benson joined Google earlier this year, and is the Director of YouTube in Northern and Central Europe.  Prior to joining Google, David worked at ZenithOptimedia, where he held the position of Global Head of Communications Strategy. He has 20 years of experience in the advertising industry, across many brands in most categories, including L'O'real, Nestle, Aviva, Ford, Toyota, Disney, Coca-Cola and Levis to name a few. He has won a number of industry awards including Campaign of the Year for a social strategy he developed for Levis in 1997, 7 years before facebook was born. David lives at home with his wife, 4 chickens, 3 children, 2 dogs and 1 cat.

David BensonDirector, Sales & StrategyGoogle

A Better Way to Build BrandsBrands are an essential part of peoples life. For consumers they bring certainty, knowledge comfort and pride. But.. ”How wil l technology change the way we build brands?”   The way Marketers will be successful in building brands in the future, is not by focusing on delivering media metrics that were important in 1985, but by focusing on building stronger brands with new technologies of today.   Find the right people, Tell great stories, Build Stronger relationships. We believe that there are three new knives in the block that could be used alongside demographics; They are data, context, and choice. By exploiting new technology, in new ways, to create transformational opportunities rather than incremental benefits.

Speaker Information

Peter   oversees LivingSocial’s UK and Irish markets, communicating LivingSocial's core strategy and overseeing growth as the next great consumer brand. Prior to LivingSocial,   Peter   held senior positions at Microsoft and Thomson Reuters. He has also successfully built and managed a number of technology startups including VoIP company Howler Technologies, Gissing Software, and iView Multimedia where as CEO   Peter   oversaw its acquisition by Microsoft. He also founded Biometric Distribution, supplying fingerprint readers and iris scanners to leading companies before being acquired by Kyotec Securities.  Peter  graduated from Bristol Business School with a degree in Business Studies.

Peter BriffettChief Executive OfficerLiving Social

Innovation as Standard: Maintaining an Agile Strategy for a Growing Brand

Growing brands thrive on innovation. But how can they maintain an ethos of innovation, creativity and entrepreneurial spirit as they scale? Peter Briffett outlines the power of an "innovation culture" to guide and inspire strategic planning for growing brands, advising on maintaining an empowered management team, eliminating fear of failure and driving for technical or strategic excellence.

Søren has twenty years experience in mainly the logistic industry as well as from general management and strategy practice. He joined A.P. Moller-Maersk as a management trainee in 1992 and has held a broad variety of positions in the Group. He has worked in Maersk China, and held various leadership positions in Copenhagen including head of the Africa Product Portfolio. Previous to his current position, he was Managing Director for Maersk Line’s South China cluster, Hong Kong. Since 2012 he has held his current position as Vice President & Head of Group Strategy. Søren holds an MBA from University of Chicago, Booth School of Business.

Søren KarasVP & Head of Group StrategyMaersk Group

Organizing a Conglomerate’s Strategy Process

How does one go about organizing strategy in a Group with a successful history spanning more than 100 years? A new process necessitated both by change in leadership, heightened demands from stakeholders as well as market growth opportunities. This presentation will walk through the key steps in the A.P.Moller-Maersk’s Groups still evolving strategy process – from the “operating system” to how it helps focus investments, drive performance and progress on the long-term aspirations. I will discuss the outcomes so far, but also hope for comments and questions from the audience to co-develop perhaps even better answers.

Vicky is the Head of Strategy at B&Q, the UK’s leading home improvement retailer. Vicky began her career in financial services, spending twelve years at Skandia, in various strategy and planning roles - most recently as Chief Strategy Officer. Retail beckoned, and in 2011 Vicky joined B&Q, part of the Kingfisher Group, to lead the strategic journey - from traditional store based retailer into the brave new world of omni-channel delivery. B&Q is currently undertaking one of the biggest transformation programmes in UK retail in order to set them up well for many more years leading the UK home improvement market.

Vicky BramleyHead of StrategyB&Q

Keeping Pace with the Retail Revolution

The retail world has changed substantially. Remember a time before Google? A time when consumers only shopped in stores and when engaging with retailers meant exchanging pleasantries about the weather at the checkout? We've come a long way since then.   Today's consumer wants to interact with retailers via multiple channels, wherever and whenever they choose, 24/7. It’s no longer good enough to offer great products at great prices. B&Q is now making the transition from traditional r e t a i l e r t o o m n i - c h a n n e l s u p r e m o .

Niko Karjalainen is a seasoned strategy practitioner with a background in corporate strategy and consulting. Previously Niko served as a Director, Corporate Strategy at American Express and had a career in strategy consulting, most recently at L.E.K. Consulting. Niko is keen to contribute to the theory of strategy as well as practice and has published a book and several articles. His forthcoming book “Strategic Analysis in Practice” provides hands-on advice on effective strategic planning.

Niko KarjalainenSr. Dir, Strategy and Business DevHertz International

Whats wrong with strategic planning and how to fix it?

Crafting and executing a solid strategy is essential to the survival and success of organisations. If anything, the prolonged economic crisis has increased the importance of strategic thinking, analysis and behaviour. However, while the term “strategy” has become ubiquitous and the strategy skillset disseminated among an increasing set of practitioners, the meaning and impact of strategy has diminished. If everything is “strategic”, nothing is. The objective of this interactive session is to provide food for thought on the role of strategy and strategy executives and to discuss ideas for adding maximum value to organisations and the society.

Speaker Information

Iain joined the Avios team in 2007, as Head of Strategy, he provides strategic support to the Avios management team, for loyalty initiatives in the UK and internationally. Within this role he is responsible for the development and production of the company’s long term business plan and proactively identifying and sharing information on market developments, innovations or new ways of working which may benefit stakeholders or partners. Iain’s career in loyalty has spanned 18 years, and at Avios has held roles in partner management and customer insight, gaining an unrivalled insight into how customer rewards can influence the value that partners gain from a loyalty programme.

Iain PringleHead of StrategyAvion

Avios - From Concept to Reality, the Creation of a Global Brand

Anyone flying internationally over the last few years cannot fail to have noticed the consolidation that is taking place across the industry and the growth of frequent flyer programmes as a means of generating income for the airlines. In this presentation we will explore how the concept was developed, the challenges faced and the lessons learned from the launch of Avios which involved multiple systems, cultures, airlines and millions of members.

Ruben Navarro is the Head of CorporateStrategy at ASICS for the EMEA Region. Based in Holland, where ASICS has its European Headquarters, he is on charge of the development and execution of the company´s mid and long-term growth strategy. Ruben also heads the Strategic PMO in ASICS, which is the central driving force behind the selection,prioritization, coordination and management of the company’s Strategic Programs & Projects, LEAN Projects and Business Process Improvement. Prior to ASICS he had worked in diverse industries and different types of corporations and consulting firms, working with international and multifunctional teams across all levels of the organization.

ASICS: Local to Global-Strategic Challenges when Becoming a Global Company

Founded in Kobe 1949 by Kihachiro Onitsuka, ASICS began its history as an athletic footwear family-run business. Since then, ASICS is going through a continuous long process of transformation with the aim of becoming a successful global company, while keeping its Japanese heritage and its founder philosophy. In the last decade this process of globalization and transformation has accelerated, having it become key for the achievement of the strategy of the company. During this session we will go through the strategic challenges ASICS is going through and will discuss the role of Corporate Strategy: merges, take-overs, partnerships, new businesses, operational challenges, growth in organization, corporate culture and changes in processes, products and systems.

Ruben Navarro SanchezHead of Corporate Strategy & SPMOAsics

Speaker Information

Darren Johnson is the Chief Growth Officer and Vice President of Kodak Alaris, Personalized Imaging business. Darren has a broad cross functional background spanning marketing, sales, R&D and manufacturing across fmcg, services and commercial sectors. Darren lead Kodak’s manufacturing process R&D group in the UK before moving to its Consumer Business through sales management and strategy to UK Marketing Director. Shortly following Darren moved to a European role as Business Development Director EAMER and spent three years growing Kodak’s Retail business across Europe - subsequently running the Personalized Imaging business as Regional Business Manager and Vice President. Darren became Chief Growth Officer for Kodak’s Personalized Imaging Business in 2012 and is responsible for growth strategy and marketing for Kodak Alaris Personalized Imaging worldwide.

Darren JohnsonChief Growth Officer & VPKodak Alaris

Strategy Innovation in a Newly Networked Age

For a company to grow today it needs to connect better than ever before. We are entering a newly networked age where the concept of user centricity is vastly extended. Open platforms, radical transparency and cultural change are redefining business for all of us and the smart aggregation of consumer solutions is a growing trend. This talk will discuss the overarching elements impacting strategy innovation today and how Kodak Alaris is driving change.

Yatin Pahwa is responsible for Product Strategy within the Digital Business Unit of Deutsche Telekom. He has been part of Deutsche Telekom since February 2012, and prior to that, was heading strategy for Digital Commerce in Nokia.He has worked in the Telecom and Internet industries throughout his 17 year career - both in large organizations, as well as in start ups. He has worked multiple across countries and has handled Strategy, Product Marketing, Product Development and Business Development during the course of his career.

Tapping into Adjacent Markets - A Telco’s Strategy to Innovate

With the traditional revenue sources of Telcos flattening and digital businesses becoming more common, they must adapt their strategies to not only stabilize, but also grow their revenue and profits. What are the ways a Telco can approach this problem, and how does Deutsche Telekom cooperate with the external world to innovate and stay ahead?

Yatin PahwaVP, Product Strategy and Business DevelopmentDeutsche Telekom

Andrew Baddeley-Chappell qualified as a chartered accountant with Ernst & Young before joining Nationwide Building Society in 1992.   The Society is the third largest mortgage lender and the second largest savings provider in the UK, with around 15 million members.   Andrew has undertaken a range of roles within different elements of the Nationwide Group including internal audit, banking, life assurance, unit trusts and personal loans.   Previous roles include Finance Director of the Group's specialist mortgage lending subsidiary and Head of Mortgage Marketing for Nationwide. Andrew is currently Head of Strategy & Policy for Mortgages & Savings.   Andrew is the lead contact with trade bodies, government and regulators on housing, mortgage and savings matters.

‘Building Society’

Nationwide Building Society is unique in the UK in having the size and scale to compete with the high street banks. Critical to the workings of the economy, its markets experienced boom and subsequent bust.  Bankers bore the blunt of the blame for the economic downturn and reputations were further damaged by major issues with mis-selling and customer service. Nationwide is part of the market but different from its banking competitors.   The Society’s initial challenge was how to demonstrate its difference to both existing and potential customers.   Its wider ambition however is to work within a market that works in the best interest of customers.  This means a need not only to be different but also to lead the way for others to follow.

Andrew Baddeley - ChappellHead of Strategy & PolicyNationwide Building Society

Speaker Information

In his role as the Head of Strategy Rob spends his days planning and executing strategies that maintain the company’s relevance in the rapidly changing IT market. Provoking organisational change and championing initiatives that unsettle the status quo are key elements of the role. In addressing these challenges Rob draws from his varied experiences in General Management, Business Consulting and Marketing working in organisations in the services, manufacturing and public sectors. Prior to becoming interested in how successful businesses operate he spent many years in scientific research learning how the physical world works. Rob has a PhD in Physics from Brown University.

Strategies For a Disruptive World

The IT industry is evolving rapidly. New, disruptive technologies are changing not only the products and services on offer, but also business models and the basis of competitive advantage. New entrants demonstrate by their innovation and agility the pace of change that is achievable. Larger, established companies face significant challenges to evolve in step with the industry. This talk looks at the challenges facing these established organisations and the means to overcome them.

Rob DevlenHead of Strategy, UK & IFujitsu

As Head of Strategic Delivery at the BBC, Kerensa Jennings combines creative, strategic and tactical thinking. She started her professional career as a journalist and programme maker, working first at ITN then Sky. She went on to become Editor of Breakfast with Frost at the BBC, and the BBC’s Election Results Editor, before making programmes on dinosaurs with Sir David Attenborough and producing/directing Royalty, sporting heroes, pop stars and politicians - everyone from James Nesbitt to Billy Bragg to Nelson Mandela. Kerensa then made the move to strategic work, and is the project director of the pan-BBC Simplicity transformation programme.

Simplicity in a World of Complexity

How do you empower and enable your people to do their best work? How do you set their talents free, so they can focus their energy on the things that matter? How can you drive productivity savings and deliver results while inspiring discretionary effort at the same time? How can you design a strategy which has tangible financial and non-financial benefits, while staying true to your company’s values and motivating people to feel emotionally connected to your organisation’s higher purpose? How do you create an engagement programme to support your strategy? Kerensa Jennings, Head of Strategic Delivery, shares her story.

Kerensa JenningsHead of Strategic DeliveryBBC

Scott Balloch is the Head of Energy and Environment Strategy at BT. Scott joined the Energy and Carbon Unit in 2010. As well as managing the unit’s multi-million pound investment portfolio, Scott leads the change practice that is delivering the global energy reduction program and environmental management for BT. Scott is responsible for leading on policy engagement, regulatory compliance and is developing propositions and go to market strategies. Scott is a strategist and a transformation consultant, and was responsible for leading on the development of the BT Board’s long term 2020 energy strategy.

Getting Sustainability on the Strategy Agenda

Getting issues of sustainability and environment on the agenda of senior leadership teams in blue chip companies is not always easy. BT is a stand-out example of a blue chip company that has made doing the right thing make sound commercial sense. BT’s energy and carbon reduction program has now saved more than £90m of energy costs from the BT cost base. BT has delivered an 80% reduction of carbon from its 1996 base year (reaching the 80% target it set itself three years early). Scott will discuss the commercial and strategic stories that have helped BT to deliver its successes, and how BT’s Energy and Carbon team have made its program of work commercially and strategically important to the wider business.

Scott BallochHead of Energy and Environment StrategyBT

Speaker Information

Strategy and business development practitioner with 20 years of international experience working with top management. Degrees in International Economics from Istituto Universitario di Bergamo – Italy and Master’s Degrees in Psychology and Organisational Systems from London School of Economics and the Fielding Institute S.Barbara CA, USA. Lived and worked in Italy, Japan, USA Germany, France, UK, and Luxembourg, and managed projects in more than 20 European, North American and Asian countries. Functional experience in finance, supply chain, marketing, start-ups, M&A’s and Business Development, combining An interest for organisations with a sound understanding of business dynamics. Worked on complex strategic initiatives for HP, Kraft Foods, Ferrero International and Coca Cola.

Complexities & Decision Traps in Mergers & Acquisitions

Mergers and acquisitions are among the most fatal decisions that executives are asked to take. The failure rate of large scale acquisitions are still in the 70-80% range despite 60 years of accumulated experience, numerous c o n f e r e n c e s a n d h u n d r e d s o f b o o k s o n t h e subject.   Undeniably the complexity that decision makers are faced with in Merger and Acquisitions is extreme requiring corporate professionals to analyze organisations from all functional aspects working across diverse disciples, legislations, countries, cultures and often requiring to make sense of conflicting ways of thinking introduced by a plethora of advisors.  During the presentation a framework to interpret Mergers and Acquisitions is proposed and  the typical   biases of senior management are illustrated. Recognizing and reducing biases is vital for upgrading the quality of such strategic decisions.

Giovanni GhisettiDirector, Strategy & M&AsCoca-Cola Enterprises

Michele is Strategy Director at BP Castrol AIME. His responsibilities include leading acquisitions, divestments and joint ventures strategies, and due diligence. He is also a member of the senior team defining the strategy for managing the division’s portfol io of operational assets. He has over 18 years’ experience at BP in senior corporate finance and business strategy roles. He has also led the origination, evaluation and execution of acquisitions, divestments and joint ventures, from due d i l i g e n c e t o s t r u c t u r i n g t o n e g o t i a t i o n a n d closing. During this period, his roles have included Corporate Finance Manager, Structured Finance Manager and Global Fuels M&A Programme Manager.

Perfect Change for a Fluid Simplicity

At any point in time global organisations find themselves dealing, with the issues of investing for  long-term growth while securing short-term business profitability, and at the same time driving worldwide efficiencies while remaining agile and responsive locally.  In a difficult macroeconomic environment the need to design and execute strategies to manage these potentially conflicting objectives becomes critical. I will discuss the genesis of such tensions at Castrol, and which strategies we have adopted and are evaluating to help the organisation not only to navigate the current difficult market but also to equip it to become a better and stronger company.

Michele FiorentinoDirector, StrategyCastrol, at BP

Steve was appointed Group Strategy & Corporate Finance Director at Standard Life in June 2011 having previously headed up Group Corporate Finance.  He is responsible for overseeing and developing the Groups organic and inorganic strategy, oversight and execution of corporate transactions and oversight of the Groups strategic investments in JVs. He joined Standard Life in 2004, working on the Group’s listing readiness programme and the flotation team.   Post Standard Life’s flotation in June 2006, he joined the newly formed Corporate Finance team.  Prior to Standard Life, Steve worked for Ernst & Young across a variety of disciplines.

Making Strategic P lanning a More Continuous Process

As soon as a strategic plan is formally documented it is almost immediately out of date and in many organisations can be something that sits on the shelf only being revisited as part of a review every few years. There are significant benefits associated with moving to a more continuous process where the strategy evolves as the business and its competitive environment changes.  These include on-going engagement with senior management,  the wider business population and the board as well as a greater ability to act quickly in the event of a change including better monitoring of whether the strategy is being successful.

Steven MurrayDirector, Group StrategyStandard Life

Speaker Information

Matthias is Head of Strategic Planning at Siemens, Infrastructure & Cities Division. He focuses on Mobility & Logistics within the company. Since joining Siemens AG in 1999, Matthias has worked as an analyst and consultant, before working on innovation strategy and specialising in strategy execution.

From Definition to Implementation - How Strategy Can Take Along Customers, Employees and Even a Few Good Ideas

Where is the true potential of a large corporation to make its strategic processes faster and slimmer, while still delivering consistency and analytical vigour? What are the shortcomings of strategy implementation in a global organisation? How do you cover strategy definition and implementation, add open innovation and adjacent markets, ensure employee communication, involve the customer and don´t lose your bearings? Matthias Schanze, Head of Strategic Planning at Siemens´ Mobility and Logistics Division, displays a project based approach of new business development to complement the annual strategy process.

Mark was appointed to the newly created role of Head of Strategy, Customer Solutions Group in August 2013. Under CSG, Corporate Banking Division's specialist product teams have been brought together to form a group focused on finding solutions for customer needs. Mark joined RBS in 2001 and has held a number of roles including Corporate Regional Director, Yorkshire and Humberside and most recently Director of Strategy, RBS Invoice Finance. Mark has a degree in Hindi and Sinhalese from SOAS, University of London and an MBA from Manchester Business School. Mark is also a Governor of the Metropolitan University of Manchester.

Rethinking Strategy With the Customer At the Core

The world is changing and customers are becoming ever more demanding. Globalisation and access to information has given customers far more options to consider than ever before. Whilst strategy development has traditionally been founded on market dynamics, organisations now need to start with the customer. Understanding what your customers want better than and before your competition will be a key way of developing market advantage and your strategic thinking should start here. Once the strategy has been built, the next challenge is to align the organisation to deliver in a way that yields value for all stakeholders.

Mark QualterHead of StrategyRBS

Marcus is a Charted Civil Engineer with over 25 years’ experience in management and construction. His background spans operational, development and strategic roles in public and private sectors. In his current role, Marcus is responsible for the strategic development of a product led capital programme, together with Master Planning and forecasting functions. In partnership with the six sigma team, he leads an integrated approach to organisational capability, ensuring the airport is well placed to compete. Utilising insight and benchmarking, Marcus leads the development of differentiated products and services across passenger segments, to maximise value for a complex array of customers and stakeholders.

Marcus StantonHead of Product & Capital DevelopmentGatwick Airport

Strategic Change - From Infrastructure Bias to Passenger Focussed, Product Led Strategy

Following the sale of Gatwick in December 2009 by BAA, Gatwick Airport has been free to compete. This presentation will explain one of the strategic changes since taken to compete for market share - breaking away from a legacy approach to infrastructure, and moving towards a customer and passenger focussed plan. Through extensive passenger research and market intelligence, a targeted approach was developed, utilising a balanced application of improvements in people, process, technology and infrastructure to gain competitive advantage. Whilst familiar to most competitive businesses today, it’s a step change in the airport sector and is causing a great deal of interest amongst competitors.

Matthias SchanzeHead of Strategic PlanningSiemens

Speaker Information

Shuja is responsible for driving growth and P&L performance, pricing/proposition, commercial strategy and business development for the Digital Entertainment division Prior to this, he was Corporate Strategy Director, responsible for new growth and corporate development (e.g. Embassy, Small Business etc), M&A evaluation, LRP and long terms strategy development.

Shuja KhanDirector, Digital EntertainmentVirgin Media

Redefining Strategy in a Period of Transition

What Shuja will cover:• How Virgin have addressed competitors such as

• iPlayer• Lovefilm• Netflix

• Changing Viewing Behaviours• Aggressive competition becoming an advantage

Graeme Stewart is Director of Public Sector Strategy and Relations, UK&I at McAfee. He is responsible for McAfee’s overall strategy as it relates to the UK Public Sector on the topic of Cyber Defence. His works cover assisting various Government Departments in formulating and executing policy; offering comment, advice and guidance to Public bodies; providing a narrative on the topic to key Government stakeholders and ensuring that McAfee has the right relationships across elected bodies, the Civil Service and the wider Public Sector. Graeme has worked in the field for close to 15 years.

Graeme StewartDirector of Public Sector Strategy and Relations, UK & IrelandMcAfee

From Transactional to Strategic: How McAfee is repositioning itself in the UK with Government

The UK Public Sector has long been a good marketplace for McAfee, but in recent years, revenues have slowed. I was brought in to ascertain why, and build a recovery programme. My view was that the messaging and approach to customers was wrong and provided little value to them. This presentation discusses my approach to date: my methodology, what’s worked, what hasn’t worked, and what lies ahead.

Bio coming soon....

Presentation Details Coming Soon...Chris FearnDirector, Strategic Planning EuropeCoca Cola Enterprises

Maria is Head of Product strategy and special projects at Kaplan UK, a subsidiary of the Washington Post, leading programmes in product and business   transformation across higher and professional education sectors. Prior to joining Kaplan in London, Maria  worked on the other side of the Atlantic in strategy, marketing, and general management roles; including growing a new healthcare startup to £10m revenue in 3 years. She is passionate about sustainability and country development through education. Maria holds an MBA from New York University Stern school of business, specialising in strategy and change management.

Driving Change in Education at Kaplan

Change can be an exciting concept for strategists, but is often an uncomfortable one for those impacted by it. This session will focus on how change is being driven in the education sector, which is undergoing significant disruption enabled by online and mobile technologies.Based on the latest educational product transformation at Kaplan, we will explore steps to consider before embarking on any type or size of change. From translating broad corporate vision to meeting needs of multiple stakeholders and customers, the session will aim to make clearer the tricky business of strategy implementation.

Maria KrainovaHead of Product Strategy & Special ProjectsKaplan

Speaker Information

Karthik Subramanya is the Head of Corporate Planning for SSE, where he manages a number of strategic projects for the UK's 2nd largest utility. He has recently undertaken a strategic review of our Major Projects teams where SSE is investing £1.5 billion annually in building electric generation and transmission infrastructure. Prior to SSE he was with

HBOS/Lloyds Banking Group for 6 years where he was Head of International Strategy and held leadership roles in Private equity and Corporate Banking. Before banking, Karthik was a management consultant advising financial institutions on Strategy, Operations and technology. He has an MBA from the Indian Institute of Management, Ahmedabad, India and is a quailifed electrical engineer. 

Karthik SubramanyaHead of Corporate StrategySSE

Anton Kotov works as Corporate Strategy & Development Director for Schneider Electric, a global specialist in energy management, out of company’s headquarters in Paris. Over past years, he has been in charge of strategic projects on the group level, global strategy definition, mergers & acquisitions activities, as well as business planning for key countries. Prior to this role, Anton was heading Business Optimisation function for one of the company’s business units in Europe. Before that, he was heading marketing function for a commercial real estate company in Russia. Anton holds an MBA degree from HEC Paris and IESE Business Schools.

Connecting The Dots Between Corporate Strategy & Business Planning

It is becoming increasingly important to be able to translate Corporate Strategy into actionable plans which are easy to understand and easy to execute. The need for this translation is especially acute in the multilateral environment of multi-billion corporations. The presentation will provide a glimpse of how Schneider Electric, a €24bn energy management giant, links its corporate vision and strategy with plans created on a country level.

Anton KotovDirector, Corporate StrategySchneider Electric

The Information

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Registration Pricing

Strategic Planning Innovation SummitDate: 24th & 25th October, 2013Location: London, UK Venue: The Landmark London HotelTelephone Enquiries: +44 (0)20 7631 8000

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Regular Pass Options Silver Pass: £995 Attendees ____ Gold Pass: £1195 Attendees ____ Diamond Pass: £1395 Attendees ____ One Day Pass: £695 Attendees ____ On Demand Pass: £400 Attendees ____

Group Discount Pass Options 3 Silver Passes £2100 (£700 per attendee) 5 Silver Passes £3250 (£650 per attendee) 3 Gold Passes £2700 (£900 per attendee) 5 Gold Passes £4250 (£850 per attendee) 3 Diamond Passes £3300 (£1100 per attendee) 5 Diamond Passes £5250 (£1050 per attendee)

For larger groups or one day passes contact Jordan Dunne by calling +44 207 193 0827 or email jdunne@theiegroup.comGroup passes only available when all participants register together.

Pass Descriptions:Silver Pass: Access to all sessions & networking eventsGold Pass: Access to all sessions, networking events & annual subscription to IE. membershipDiamond Pass: Access to all sessions, networking events, annual subscription to IE. membership & Strategic Analysis Report

Check (Make checks payable to The Innovation Enterprise Ltd) Invoice me

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CARD NUMBER EXPIRATION DATE SECURITY NO.

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Prices are exclusive of VAT. Places are transferable without any charge to another Summit occurring within 12 months of the original purchase. Team discounts are applicable at the point of registration only. Any cancellations within a group registration will in turn incur an increase in registration fee for the remaining group participants. Cancellations before 16 September, 2013 incur an administrative charge of 50%. If you cancel your registration after 16 September 2013 you will be charged the full fee. You must notify The Innovation Enterprise in writing of a cancellation, or you will be charged the full fee. The Innovation Enterprise reserve the right to make changes to the program without notice. NB: FULL PAYMENT MUST BE RECEIVED BEFORE THE EVENT.

Registration FormStrategic Planning Innovation Summit24 & 25 October, 2013 | The Landmark Hotel | London, UKFor registration or more information on the program, please call Jordan on +44 207 193 0827 or fax this registration form to +1 (323) 446 7673

3. Payment Options...

7 Schedule

Networking Drinks 17:30 - 19:00

25 October

Session One 08:55 - 11:00

Coffee Break 11:00 - 11:30

Session Two 11:30 - 13:00

Lunch 13:00 - 14:00

Session Three 14:00 - 15:30

Coffee Break 15:00 - 16:00

Session Four 16:00 - 17:30

Day Two

24 OctoberDay One 08.55

11.00

11.30

13.00

14.00

15.30

16.00

17.30

19.00

08.55

10.30

11.00

12.30

13.30

15.10

15.30

17.00

Session Five 08:55 - 10:30

Coffee Break 10:30 - 11:00

Session Six 11:00 - 12:30

Lunch 12:30 - 13:30

Session Seven 13:30 - 15:10

Coffee Break 15:10 - 15:30

Session Eight 15:30 - 17:00

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Previous Sponsors

For sponsorship information contact Giles at ggb@theiegroup.com

Platinum Sponsor Global Gold Sponsor

Coffee Break Sponsor Exhibitor

Media Partner

Silver Sponsor

Exhibitor

Media Partner Global Partner

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What you get...• Access to over 1000 hours of On-demand training on topics that are important to you, like S&OP, FP&A, Predictive

Analytics , Supply Chain, Strategic Planning, Inventory Optimization, Integrated Business Planning and more• Access to our extensive training library. Whenever your team needs to benchmark or gain some key actionable ideas,

they just watch a quick video.• Monthly newsletters with industry insights and important news - vital for up-to-date info and methodology.

Affordable. Cutting Edge. Convenient. Invest in innovative business education that will help you benchmark and validate current and future initiatives that can be leveraged to optimize business results and effective decision making. IE. membership content spans numerous industry sectors and includes presentations from many of the world’s leading companies.

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What is the IE. Network?IE. is the premier forum for Strategy, Finance, Operations Planning & Business Analytics education. Gain insight and optimize results with un-biased actionable business education available on-demand and delivered by your peers. Stay on the cutting edge of the latest trends within S&OP, FP&A & Business Analytics, all without having to leave your desk.

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